Safety and security are key issues here. Ward staff tend to accept that what is supplied by pharmacy is correct, even though the supply may be based on an ambiguous or poorly written requisition, without sight of the prescription.
Ordering ward stock
Safety and security
are key issues here. Ward staff tend to accept that what is supplied by
pharmacy is correct, even though the supply may be based on an ambiguous or
poorly written requisition, without sight of the prescription. On occasion,
nursing staff may even identify an error made in the pharmacy department, but
assume that because it has come from pharmacy, it is the correct product.
Traditionally,
pharmacy would make a supply to patients on the strength of a requisition
alone. One of the drivers for the development of clinical pharmacy was to
encourage the review of prescriptions by a pharmacist in order to keep
prescription and administration charts on wards, where they are in constant
clinical use. An additional incentive was that it was easier to address
problems with prescriptions at ward level in conjunction with the patient and
the nursing and medical staff than it is in isolation in a pharmacy dispensary.
More recently, most hospitals will not dispense an item without sight of the
prescription chart and a check by a clinical pharmacist at ward level or in the
dispensary. CDs are discussed in Chapter 5.
Responsibility for
routine ordering of ward stock is transferred, under this system, from nursing
staff to pharmacy technicians or assistants, who check and replenish this to
predetermined levels, usually weekly or twice weekly depending on the storage
capacity and turnover of the wards concerned. The requirements are entered on
either a computer-printed copy of the ward stock list or one stored on a
hand-held computer, for example a personal digital assistant or bar
code-scanning device. The stock list should be based on usage and agreed
between the appointed nurse and a designated member of pharmacy staff, usually
a technician, while clinical input from a pharma-cist is also essential. The
content of a ward stock list should be a balance between having readily
available supplies of commonly used medicines and trying to cover every
eventuality, which means stock lists which are greater than ward storage
capacity allows and will probably result in stock items unnecessarily going out
of date. Supplies are usually dispatched to the ward, in locked boxes, for
nursing staff to put away and store. A delivery note recording what has been
supplied should be sent to the ward with the products requested, and a copy
should be retained in pharmacy once it has been signed by the nursing staff on
the ward to confirm receipt. The top-up system is useful because it allows
planning of workload, and reduces the need for nursing staff to spend
significant amounts of time ordering medicines and the likelihood of commonly
used medicines not being avail-able to patients who need them.
A number of options
are available to allow patients access to medicines following an outpatient
consultation in a hospital. The reason that these options exist arises from
perverse arrangements for funding outpatient pre-scribing, and the application
of value-added tax (VAT) to hospital-dispensed medicines, but not to those
dispensed in the community.
The advantage to the
hospital is that it does not pay VAT on medicines prescribed via this route;
patients can be seen in clinic and then leave the hospital and go to their own
community pharmacy, or at least one of their own choosing. This route also
allows hospital pharmacy resources to be focused on the needs of inpatients and
timely discharge processes. The dis-advantages are that it is difficult to
police what prescribers are writing on the forms in terms of formulary
compliance and quantity, and the information arising from this has a lag time
of approximately 3 months while the data are processed and collated by the
prescription pricing authority. Another disad-vantage is that prescriptions
dispensed via this route do not attract contracted NHS discount prices and, in
some cases, this cost differential may exceed that of VAT. In terms of public
funding, the VAT reduction for the organisation using this route is matched by
a reduction in revenues to the treasury. (Forms used by hospitals for
dispensing in the community are known as FP10 in England, WP10 in Wales and
GP10 in Scotland; the term has also been suffixed with (HP) to distinguish from
GP forms.)
Similarly,
prescriptions dispensed for outpatients from the hospital pharmacy may be more
convenient for patients to collect while in the hospital, and may provide some
reassurance to them. Hospitals pay VAT on medicines, whereas dispensing by
community pharmacists is zero-rated and advantageous prices obtained through
hospital contracts may be insufficient to counterbalance this difference. A
major disadvantage to the hospital is that outpatient dis-pensing deflects
pharmacists and technicians from a clinical role on the wards. In 1988 the
Department of Health, in a health circular requiring health authorities to plan
for implementation of clinical pharmacy, suggested that ‘subject to a
satisfactory local option-appraisal exercise’, FP10(HP) forms could be used,
‘thereby releasing hospital staff for other duties’. Outpatient dispensing by
hospitals is further challenged in the Audit Commission report, which in
paragraph 64 suggests that ‘the practice should be questioned’.
Suitably labelled
prepacked medicines for standard treatments may be issued to departments (such
as accident and emergency or outpatient clinics) for medical or nursing staff
to add the patient’s name and minor alterations to directions. Predictable
requirements for day-case patients following surgery may be able to be
dispensed in advance and issued after the pharmacy has closed. The advantage of
this is that a limited list of products is supplied and is available to
patients immediately following a consultation. This means that patients are
accessing medicines without having to use resources in the hospital pharmacy,
possibly bought at contract prices, and they do not have to wait.
These forms are a
benefit to the hospital in that prescribing costs are not picked up by the
hospital, but they are inconvenient to patients since, in order to collect
their medicines, they need to visit the GP, hand in the form, wait for 24–48
hours while the form is processed, collect the prescription from the GP and
then go to the community pharmacy. This is hardly an efficient use of resources
or helping the patient experience. The option of referring patients back to
their GP for prescribing is dependent on the acceptability of transfer of
clinical responsibility.In Scotland the GP always retains this: the out-patient
is referred to the hospital only for a consultation, so prescription on GP10
forms is the norm. In England and Wales such transfer of prescribing was often
seen as ‘cost-shifting’ of expensive treatments from hospital budgets to
primary care. This was unpopular with GPs, when they had insufficient
information to manage the patient safely, since ultimate liability lies with
the doctor who signs the prescription. These problems can be overcome with
shared-care agreements between the consultant and the GP on continuing care,
once the patient’s condition is stable, under a protocol normally pro-vided by
the hospital. For some patients the GP may prefer to initiate long-term
treatment with a drug from the practice formulary.
Many areas have a
‘RAG list’ (red, amber, green list) that is a list of medicines suitable for
prescribing either in hospitals, or by GPs, or both. For example, most
cytotoxic preparations or retinoids would always be ‘red’ and hospital-only
prescriptions, whereas antibiotics or antihypertensives would always be
‘green’. There may be exceptions to this general rule, where a new class of
drug is introduced or the drug is for a niche indication. ‘Amber’ drugs tend to
be medicines that might be initiated by the hospital, and then once the patient
is reasonably stable, care would be taken over by the GP via a shared-care
protocol, for example, methotrexate.
Since the late
1990s, the use of home care has expanded enormously. Hospitals enter an
arrangement with a home care company, of which there are several, to supply
medicines to their patients. The consultant seeing the patient completes a
bespoke prescription form that goes to the home care company. The company then
supplies the medicines directly to the patient, either by post or by courier,
and in some instances will also provide nursing support, including either
administering the drug or training patients to do it themselves. Such
arrangements should have suitable financial and clinical governance
arrangements.
A more recent
development is the introduction of independent pharmacies to hospital sites.
The model is such that the community pharmacy dispenses outpatient
prescriptions from the hospital. The medicines used in the supply to patients
are purchased at contract prices which would routinely be avail-able to that
hospital, and also dispensed at zero VAT, resulting in potentially significant
cost savings to the trust. In this way, hospitals will be able to take
advantage of zero-rated VAT and, in addition, receive a double saving via contracted
discounts.
Overall, it may be
that a number of routes are appropriate for a hospital to make the most of
cost-efficient prescribing strategies. For example, when providing antitumour
necrosis factor-alpha therapies such as etanercept, where there is no contract
price, and VAT is significant, the home care route is attractive. Similarly,
the prescription of urgently needed antibiotics or analgesics might best be
provided via the FP10 route while supply of anti-retrovirals might be suited to
a partnership with a community pharmacy on the hospital site. For
extemporaneous preparations, the hospital pharmacy is an appropriate route
because of the costs associated with prescription via FP10 and supply via
specials manufacturers. However, the complexity of this section highlights the
inefficiencies and lack of a seamless approach to the supply of medicines to
outpatients.
A clinical trial is
an investigation by a doctor or dentist involving adminis-tration of a
medicinal product to a patient to assess the product’s safety and efficacy (a
Medicines and Healthcare products Regulatory Agency defini-tion). The
pharmacist has a key role in the organisation and management of clinical
trials, which is much wider than the supply function; this is reflected in good
clinical practice. A definition from EU Directive 2001/20/EC, article 1, clause
2 states that ‘Good clinical practice is a set of internationally recog-nised
ethical and scientific quality requirements which must be observed for
designing, conducting, recording and reporting clinical trials that involve the
participation of human subjects’.
All medicines, or
constituent ingredients, for clinical trials should be ordered, stored and
dispensed by the hospital pharmacy. Separate stocks should not be kept
elsewhere in the hospital. Accurate records must be main-tained of receipt,
dispensing, issue, administration and disposal and ‘regularly audited by
pharmacy staff, with reconciliation, where necessary’. All staff involved in
dispensing clinical trials must have been trained to do so, and record of this
training kept in each trial folder. Disposal of unused products in a
company-sponsored trial must be according to the company’s instructions.
Related Topics
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